Most roadmaps are really just a collection of business cases — and most business cases fail not because the idea was wrong, but because the rationale was thin, the GTM ramp was never modeled honestly, or the loudest voice in the room carried more weight than the data. I help build rigorous, evidence-based cases — and the frameworks to prioritize them — so the roadmap reflects what the business actually needs, not who advocated hardest.

Investors and PE buyers see hundreds of decks. What gets attention is a tight thesis, credible market sizing, and a differentiated narrative. I help companies sharpen their story and build the analytical foundation that makes sophisticated buyers take the meeting seriously.

Integration failure is almost always a product strategy failure in disguise. I've been through 12 acquisitions from thesis to close to integration — I know where the gaps form and how to close them before they become expensive.

Portfolio rationalization is one of the highest-leverage decisions a SaaS company can make — and one of the hardest to do objectively from the inside. I bring an investor's discipline to the question: what's worth building, what's worth maintaining, and what's consuming resources without a credible return.

When sales can't tell the product story, the problem usually originates in product — not sales. I work across the product-to-GTM bridge to sharpen positioning, build competitive confidence, and make sure the message in the field matches the reality of what the product delivers.

AI creates real opportunity for SaaS companies willing to move deliberately rather than reactively. I help teams identify where AI creates durable differentiation versus where it's noise, and build a strategy for integrating it in ways that drive measurable business outcomes.

Most product orgs were never deliberately designed — they evolved. Role clarity breaks down, business cases become wish lists, and GTM alignment erodes. I assess where the gaps are and do the hands-on work to close them, from PM coaching to leadership alignment to process redesign.

Everyone has a theory — they're cheaper, their product is newer, the sales rep blew the demo. Opinions are easy. Objective analysis is harder. 8Squared cuts through the internal noise with a rigorous competitive assessment: what the competitor actually does better, where you have real advantages you're not leveraging, and what it would take to shift the win rate. Not excuses. Not cheerleading. The truth — with a plan attached.

Most SaaS companies only do a handful of acquisitions in their lifetime — which means the muscle is rarely there when you need it. I've been through the full transaction lifecycle more times than most: target screening, financial modeling, LOI negotiation, due diligence, transaction close, and organizational integration. I can step in at any stage, bring the rigor the process demands, and make sure nothing falls through the cracks when it matters most.

Pricing is one of the highest-leverage levers in SaaS, yet it's often left untouched for years. I help rethink pricing and packaging around how customers actually derive value — tiered models, upsell architecture, and segment-based pricing grounded in real unit economics (CAC, LTV, margin by segment).

Whether you're evaluating an acquisition target, preparing a PE pitch, or sizing a new vertical, I build the analytical foundation from the ground up — market sizing, competitive landscape, asset-by-asset valuation, named buyer identification, and a narrative that sophisticated investors find credible. This is the work most consultants describe but few can actually execute.